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Ronald Heifetz (born February 7, 1951) is an academic and author. He is the King Hussein bin Talal Senior Lecturer in Public Leadership, Founding Director of the Center for Public Leadership [1] at Harvard Kennedy School at Harvard University, and co-founder of Cambridge Leadership Associates.
Technical problem Practical problem: Ronald Heifetz: Technical challenge Adaptive challenge: Peter Checkland: Hard systems Soft systems: Donald Schön: The high ground The swamp: Barry Johnson Problems to solve Polarities to manage
Kegan and Lahey also borrow and incorporate some frameworks and methods from other thinkers, including Ronald A. Heifetz's distinction between technical and adaptive learning, [46] Chris Argyris's ladder of inference, [47] and a reworded version of the four stages of competence. [48]
Adaptive management needs to at least maintain political openness, but usually aims to create it. Adaptive management must therefore be a scientific and social process. It must focus on the development of new institutions and institutional strategies in balance with scientific hypothesis and experimental frameworks (resilience.org).
An adaptive leader makes decisions to perform a specific action to better fit the organization and help it become productive. [36] By a leader displaying adaptive performance when making a decision, the team leader shows their awareness of a situation leading to new actions and strategies to reestablish fit and effectiveness. [28]
Concepts such as autogestion, employeeship, and common civic virtue challenge the fundamentally anti-democratic nature of the leadership principle by stressing individual responsibility and/or group authority in the workplace and elsewhere and by focusing on the skills and attitudes that a person needs in general rather than separating out ...
In his work, What is an Apparatus, he described apparatus as the "decisive technical term in the strategy of Foucault's thought". [12] Agamben maintained that Gestell is nothing more than what appears as oikonomia. [13] Agamben cited cinema as an apparatus of Gestell since films capture and record the gestures of human beings. [14]
Complex adaptive leadership (CAL) is an approach to leadership based on a polyarchic assumption (leadership of the many by the many), rather than based on an oligarchic assumption (leadership of the many by the few). Leadership in this theory is seen as a complex dynamic involving all, rather than only a role or attribute within a hierarchy.